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“I am Tired of Firing My Employees!”: The Single Most Important Reason Why Employees Don’t Work Out

When I looked at the caller ID on the ringing phone, I knew it was something important. It was from a client who almost never called. Outside of our weekly coaching sessions, she preferred emails and texts. I checked my watch: 20 minutes before my next meeting. “I can do this,” I thought, and answered the call. 

She plunged right into it. “Do you realize how many employees I have fired in my career?” she asked. I admitted that I didn’t have a clue. “16,” she said. “I would not admit this to anyone for the fear that they might think I am cold and heartless. I am not. Each and every time I had to let someone go, it was very, very painful.” 

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“You know what?” she said, with a tone of finality in her voice, “I am done. I am done with having to let people go. Isn’t there a way to stop this madness?”

It’s not unusual, I assured her. Many, if not most, presidents of growing and mid-size businesses face this challenge. They know that they have to let some people go. But they also find it agonizingly painful, not just because it’s an unpleasant experience at a personal level, but also because letting people go often carries a significant amount of risk to their businesses.


There Once Lived a Consultant…

One of the great American success stories was a Japanese success story - at first. 

There once lived a consultant named Dr. W. Edwards Deming. Dr. Deming proposed a very simple idea to the American manufacturers: The majority of defects in a finished product could be traced back to the beginning phases of its development. During the customer’s requirements clarification, for example. So the idea of factories making their products first and testing them later was flawed. The better thing to do, according to Dr. Deming, was to make sure that the defects don’t get introduced in the products in the first place.

It was a simple idea. The health-care industry had talked about it for centuries. Preventing a disease is much more effective than having the disease and treating it later. Nothing new there. 

But Dr. Deming’s idea appeared quite revolutionary to the American manufacturing industry. So revolutionary, in fact, that the American manufacturing industry did to Dr. Deming the only thing that’s worse than ridiculing him: They ignored him. 

Dr. Deming took his ideas of quality assurance to Japan where they were enthusiastically accepted. These ideas brought about a revolution in Japanese manufacturing. Japanese products became synonymous with quality. Honda motorcycles, reputed for dripping oil onto the showroom floors, slowly morphed into some of the best-selling-ever Japanese cars in the American market. Their electronic gadgets ruled the world markets for decades. Their “quality culture” became a benchmark for the rest of the world to aspire to. Ultimately, a tiny nation with an acute shortage of land and natural resources cemented its status on the world stage as one of the top economic superpowers. 

Dr. Deming was invited back to the American factories with the respect and adoration he deserved. Till his last days, into his 90’s, he imparted his wisdom to those who were willing to listen and ultimately helped bring about a “Quality Revolution” in American manufacturing.


What Would Dr. Deming Do?: The Statistical Science of Proactive Hiring

Over the course of my career, as I have worked with over a hundred businesses in helping them hire the right employees, one thing has gradually became quite clear to me: Dr. Deming’s ideas about quality manufacturing apply equally well to the hiring processes used by most businesses. 

The corollary of Dr. Deming’s basic idea, when applied to the hiring process, is this: Most of our employee problems could be traced back to the time we hired them. 

In other words, most of our employee problems stem from the fact that we had hired the wrong employee in the first place.

So why is it that we hire wrong employees in the first place?


To Be/Do/Have or Not to Be/Do/Have?

The single most important reason why we end up hiring wrong employees is this: We pay too much attention to “Do” and “Have” and little attention to “Be.” 

Let me explain. 

You can see a person in a job from three angles: 1) What that person has (Have), 2) What that person does (Do), and 3) what that person is (Be).

Most hiring practices revolve around the candidates’ experience, skills and educational accomplishments (Have) and what they are expected to carry out on a day-to-day basis (Do). But seldom do we look at what the candidate is naturally inclined to do: their talents, gifts and tendencies. In other words, what they are “hard-wired” to do. 

For the reasons unknown, it’s a bit of a touchy subject for many business owners I talk to. 

They would accept that if they were coaching a tennis team, they would not dare hire a tennis player who is not gifted in playing tennis. 

If they were putting together a musical production, they would not work with a singer who can’t carry a tune or a dancer who can’t move with the rhythm.

If they were a professional basketball coach, they would not bet their coaching career on a basketball player who can’t dribble the ball, much less get it through the hoop.

If they were conducting an orchestra, they would not work with a violinist who breaks out in hives when she sees a violin.
But they will happily pay big bucks to someone who looks good on the resume without having a clue as to whether they are a natural fit for the job they will be doing day in and day out. 


Why We Don’t See People’s Hard-wired-ness

A part of the reason why we don’t look at “Be” when we hire people is because we really have no training in doing it - or in doing it well. Except for a gifted few who seem to have the knack for always hiring the right talent, most of us really don’t know how to look for people’s hard-wired-ness for a given job.

The whole industry of personality tests was created for this specific reason: To help managers identify people’s inherent tendencies. But turns out that, in and of themselves, most personality tests are not any real help in choosing people.

The biggest problem with personality tests is that they are computerized tests that pretend to take away human intelligence from the process of choosing the right employee. 

But, ultimately, the best judgment is made not by computers but by people. 

A better way to use personality tests is to get to the most basic of the fundamentals of personality testing and use those fundamentals in helping us make the right hiring decisions.


Back to the Basics of “Be”

The easiest way to include the “Be” in a job description is to go to the very basics of the modern “personality testing” but remove all the fluff. The ancient knowledge that started out with the Chinese system of I-Ching provided three basic scales of human tendencies. These three scales form the basis of most of the modern personality assessments such as DISC, Myers-Briggs and Enneagram.

These three scales define how we interact with our world and make decisions and judgments about life and living. 

These three basic scales are: 

1) Intuitive vs Sensing

On one end of this spectrum are people who view the world from their “internal compass,” sometimes referred to as intuition. On the other end of the spectrum are those who interact with the world around them through their five senses: sight, sound, touch, smell and taste. Intuitive people seem confident and self-assured. Sensing people often are analytical and reflective.

2) Thinking vs Feeling 

On one end of the spectrum are those who think through life. They seem preoccupied with things, objects, data and other such “dead” things. (No wonder they often seem “cold” to the other extreme of the spectrum.) On the other extreme are those whose world is made of feelings. They seem preoccupied with people, feelings and relationships.  

3) Introvert vs Extrovert

Introverts are those who find their life energy through their own internal resource. They don’t need an external source of energy to move through life. In fact, they often perceive their internal source of energy as a finite quantity and protect it from others. That’s why, they seem internally tuned and, in extreme cases, aloof and dismissive. Extroverts are those who seek energy from external sources, both from other people and other things. They are more expressive and up-front with others than introverts. 


A Simple Template for a “Be”-centered Job Description

With that as a background, the rest becomes simple. Think of a position you are trying to fill in your organization and answer the following questions as best as you can:

1) Does this position require more of an intuitive person or a sensing person? 

2) Does this position mostly require the person to behave based on their feelings or their thoughts?

3) Does this position require the person to be able to energize more through their interaction with other people or by being to themselves?

As you answer these questions, you will begin to get some clarity about what kind of person will most likely succeed in the position. 

You can include these qualities in your job description, describing them in everyday words and make that description a part of the job posting. You can also develop your interview process around a series of questions to “test” the candidates on whether they have these qualities. One of the best things you can do is give these questions to each of the interviewers who will interview the candidate. After each interview, you can get together and compare your notes on whether these qualities exist in the candidate.

Once you develop the basic skills to look for hard-wired-ness in candidates and employees, you can build on them and develop finer skills and observations. As you become more confident in thinking in these terms, personality tests take on a whole new meaning. Now they are a tool to help you make the decisions, not making the decisions for you.

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Copyright 2014 Bhavesh Naik. All rights reserved.
Bhavesh Naik is the Founder and Creative Director of Awayre, LLC, a management consulting and human resource development firm specializing in activating the hidden power of a business process by engaging its people’s awareness. Awayre, LLC is a pioneer in bringing human awareness to the field of management and human resource development as its structural and fundamental component.

Do Your People Look Tired?

It’s not fun to see tired people show up for work. They don’t have to call sick to demonstrate how tired they are. Often, just looking at them is proof enough.

There are many reasons why people look and act (and feel) tired. In this article, we look at 3 of the most important reasons for low energy and motivation for work. 

1) Physical Inactivity

The first and the obvious reason is lack of physical activity, preferably activity that involves the whole body. While you can always encourage your employees to get exercise (even provide incentives, by giving them discounted gym membership, for example) it’s even better if you create a physically active work environment where people are encouraged to move.

Encourage the habit of walking up to another in-office person instead of calling them on the phone. Hold your weekly meetings in a place where people have to walk a bit to attend. Incorporate some fun activities in your meetings and joint sessions where people have to move. Conduct some of your monthly or quarterly meetings in an open park and encourage people to bring their family and friends. 

2) Negative Thought Pattern

The second reason for low energy is negative habitual thought pattern. Nothing sucks energy from a person more quickly than a negative thought that’s thought over and over again. Thoughts produce emotions. Negative thoughts produce negative emotions. Positive thoughts produce positive emotions. 

There is power - the effortless power, not the “lightning-and-thunderbolt” kind of power - in positive emotions. A simple way to say this is: When we feel good we are effortlessly productive, when we feel bad, we are not.

Encourage your people to always look on the bright side of every situation, no matter how hopeless it may seem. Also work to infuse a sense of upbeat, positive tone in your work environment. Encourage your people to immerse themselves in inspiring and uplifting media: books, audio, video and the like. You may even create a formal or informal reward system where people with positive ideas and attitude are publicly recognized for those attributes. 

3) Hard-wired-ness for a Different Job

The third and perhaps the most important reason for low energy in your people is that they are doing a job that’s unnatural to them. This one is hard to detect, especially when the person in question is highly qualified for her position. Unfortunately, our society and family pressures often compel us to pursue professions that are not well-suited to our natural gifts and inclinations. So people who look great on resume could be very wrong for the job they are doing. 

What’s the solution? Put them through some personality assessments, preferably before you hire them, that will tell you if your people are well-suited for the job they were hired to do. Careful though! If you use personality assessments after the job interview, you may be setting yourself up for disappointment. People that you fall in love with in the job interview may very well turn out to be the wrong people for the job after the assessment. That’s why, it’s a great idea to use such assessments well before they show up for the job interview. 

Do you know the level of energy in your work environment? You can find out for FREE in about 15 minutes by taking this Business Health Check

Copyright 2014 Bhavesh Naik. All rights reserved.

Bhavesh Naik is the Founder and Creative Director of Awayre, LLC, a management consulting and human resource development firm specializing in activating the hidden power of a business process by engaging its people’s awareness. Awayre, LLC is a pioneer in bringing human awareness to the field of management and human resource development as its structural and fundamental component.

What Wikipedia Won't Tell You About Professional Development

Because a business is made of people, ultimately the only way to grow a business is through people.

You must have noticed it already, however: People don’t change much. Over time? May be a little. But for the most part, people stay the same, more or less, throughout their lifetimes. Billions of dollars are spent every month around the world in the hopes that our people will go from low performing laggards to high performing super-stars. And yet we are disappointed time and again in how little they change their ways.

Why don’t people change? Because they really don’t want to change. Deep down inside, people have a huge - and I mean HUGE - fear of changing.

Sure, they want to collect new information, update their memory banks with new stuff, often get new certifications and college degrees and even pick up some new skills from time to time. But that’s not change. It’s actually not even growth.

Real growth comes from the inside out. True learning consists of lasting change that forms new behaviors, new values and new habits. As I often like to say, true learning is a journey from the head to the heart, from the heart to the gut and from the gut to the actions.

Why do people fear change from the inside out? Because familiarity breeds comfort and safety. They feel safe in their existing conditions, circumstances, beliefs and thought-patterns and fight tooth-and-nail when they are challenged.

True learning is about challenging what is assumed to be known and moving into unknown possibilities. But it requires letting go of the old, and that is scary for most people.

If you want to create a learning culture - a true learning culture - in your business, it’s not enough that you spend a lot of time and money sending people to professional development seminars. You must also cultivate a true, inside-out learning culture so that learning is not just an occasional event but something that’s deeply imbedded within the daily activities of your organization.

How do you cultivate a true learning culture? There are three important strategies in cultivating a true learning environment.

1. Hire the Right People

Hire people who are conducive to change in the first place. Granted, some people are hard-wired against change and often they are some of the best employees. With such employees, you may have to dial back your “change” expectations a little. However, with such people, it will be even more important that you hire the right people for the positions they fill.

A good way to find out people’s openness and approach to true learning is to assess their learning tendencies before you hire them, ideally before you even interview them. At Awayre, LLC, we have found that hiring right is the most important thing an organization can ever engage in. For this reason, we combine data from multiple sources of assessment solutions to determine people’s learning capacity and tendencies.

2. Make it a part of your up-front and regular conversation

Talk to them regularly about what’s expected from them, and what they can expect from you, as it relates to learning and growth. Let them know that learning and change that comes from the inside out is very important to you as a business. Ask them about some of their learning strategies. Also discuss with them what you have discovered about their learning strategies that they may not be aware of. Make sure that you allow them to explore these learning opportunities in their daily work. Review the subject every time you meet with that person one-on-one in your weekly or monthly meetings.

3. Be an example of someone who is willing to be vulnerable

Learning inherently involves being vulnerable at our core. Most leaders and managers are afraid of an inside-out change themselves. They especially avoid putting themselves in the position where they may be perceived as vulnerable or weak. When people see that you have the humility and the strength to be vulnerable, especially in front of other people, their respect and affection for you increases and sends them the message that it’s “ok” to be vulnerable, to not know something and to be humble.

But the best thing you can do to cultivate a learning culture is to instill the right set of beliefs about learning. In my work, I have identified 7 specific misconceptions that get in the way of true learning. Click here for “Beliefs about Teaching and Learning: 7 Barriers to Professional Growth and Development.”

It’s important to spend time, money and effort in developing our people. But it’s even more important to do it in a way that gets the right results for both our business and our people. When we approach professional development with this renewed mindset, the rewards prove worth the effort. When its people are exposed to and engaged with their core, a business becomes an unstoppable movement that could produce incredible results for all its stakeholders.

Copyright 2013 Bhavesh Naik. All rights reserved.

Bhavesh Naik is the Founder and Creative Director of Awayre, LLC, a management consulting and human resource development firm specializing in activating the hidden power of a business process by engaging its people’s awareness. Awayre, LLC is a pioneer in bringing human awareness to the field of management and human resource development as its structural and fundamental component.